In this very first article, I would like to introduce you to some change methodology that I have encountered while researching the topic on Internet. I find it blissfully simple, yet powerful and embedding concepts that root into strength-based approaches such as Appreciative Inquiry or The World Café.

That “change method”, should we give it a name is based on a simple approach:

Establish a Vision of where you would like the organization to be

Foster a Dialogue of what needs to be done to get to that vision

Promote quick Results to sustain enthusiasm

Vision

By Vision, it is meant a powerful description of a highly desired state to be in. That vision should be given in the present tense, as if it were already attained. I’m not sure the original work I drew this mentioned it (I’ve lost the link), but I must add that a co-created vision seems to be a must. Indeed, a vision decided by top management only can only get you so far: people rarely feel motivated by others’ vision, unless maybe the vision holder is skilled enough to articulate it in vivid language. But the most effective way to transmit a vision is to let people co-build it themselves in their mind.

There are plenty of ways you can find on Internet which may help you co-build a vision. These methods usually also take the next point into consideration by involving the whole system (organization) in the co-design of it and have it emerge from the complexity of all stakeholders being present at the same time. The World Café, Theory U, Appreciative Inquiry just to name a few seem interesting to me!

Dialogue

By Dialogue, we’re referring to an exchange of ideas in the style of David Bohm. That way of exchanging with each others is also mentioned in Peter Senge seminal work on Systems Thinking “The Fifth Discipline”. That kind of Dialogue needs two conditions to occur:

deeply listening to others’ ideas to understand them ;

suspending one’s own judgement as one could suspend something to a rope, for others to consider and analyse

That way, people are able to non-judmentally consider each others’ opinions and enrich their own by them. There’s respect and humility in this, for sure.

Results

By praising quick results, one encourages the continuation of the work that would lead to realization of the vision. I’d personally link this strength-based approaches (such as Appreciative Inquiry of which I’ll talk more on this blog) which tries to inquire into what works and ways of doing more of it. To prevent exhaustion of people working toward the vision, it is necessary to maintain their enthusiasm, and Vision associated with results is a must for this. Plus, it requires personal involvement of top management for this, which is a motivation in itself for employees.